MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Institutional and Government Purchasing (November 4, 2014)
Session 8 – Room MWT5 – 2:30 P.M. to 5:00 P.M.
Dr. Stephen W. K. Ng ([email protected])
MSc (Eng) in Industrial Engineering and Logistics Management (IELM6046) 1st Semester – 2014/2015 Year
1
(Class A)
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
1. Introduction & Objectives of Supply Management …………. Sept 22. Evolution of Purchasing and Supply Management Strategy Sept 16 3. Role of Purchasing and Supply Management Sept 304. Global Supply Chain Management Challenges …………..…… Oct 7 5. The Strategic Framework and Strategic Procurement Oct 146. Sourcing, Outsourcing and Supplier Selection Oct 21 7. Partnership, Negotiation and Relationship Management ..……. Oct 28 8. Institutional and Government Purchasing Nov 4 *9. Business Ethics and Ethical/Professional Standard Nov 1110. Measurement of Supply Management Performance …………. Nov 18 (#)11. Team Project Presentation (Speaker invited) Nov 25 (#)12. Presentation, Revision and Next Generation of S. Mgt. ..…….. Dec 213. Assessment Period i.e. Examination (TBC) Dec 6‐23
R.0. Sept 2, 2014
• Individual Assignment Submission due on Nov 4, 2014• (#) Team Project Paper Submission and (#) Presentation Starts
Make up class – if any (TBC)
Room MWT5 (2:30 P.M. to 5:00 P.M.)
MSc (Eng) in Industrial Engineering and Logistics Management (IELM6046) 1st Semester – 2014/15 Year – Class A
2(Marks will be deducted for late submission)
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Supply Management (IELM 6046)Objectives
To acquire essential knowledge about all key functional areas of supply management.
To develop a systematic framework for analyzing the behaviour of large and complex global supply networks
To understand the relationship and motivations of suppliers and distributors to ensure supplies of raw materials and markets for finished goods and services.
To acquire the technologies and approachesfor improving a supply flow performance.
IELM 6046-Sept 2, 2014 3
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Team Project(Date of submission: November 18, 2014)
(Date of presentation: November 25 & Dec 2, 2014)
Develop the Best Supply Management Strategy and Measurement Systems for an Organization(i.e. Write a proposal to your management by referring to the topics above and identify the opportunities and challenges of today and
tomorrow)
Title
IELM6046 – Sept 2, 2014
Or any other related topics suggested by the teamon or before Oct 7, 2014 Marks will be deducted for late submission
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Team Project Submission & Presentation on November 18, 25 & Dec 2, 2014
• Team 1 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐• Team 2 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐• Team 3 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐• Team 4 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐• Team 5 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐• Team 6 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐• Team 7 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐• Team 8 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐• Team 9 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐
• Team 9• Team 8• Team 7• Team 6• Team 4• Team 3• Team 2• Team 1• Team 5
Presenting Teams Critique Teams
5
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Adopt Golden Rule of Buying
The more you buy, the more discounts you get
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Purchasing for Institutions and Governmental Organizations
A Purchasing Consortium is…
As consisting of two or more independent organizations that join together, either formally, informally, or through an independent third party,
for the purpose of combining their individual requirements for purchased materials, services, and capital goods to leverage more value‐added pricing, service and technology from their external
suppliers than could be obtained if each organization purchased good and services alone
Hendrick, CAPS of ASU, 1998
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Definition ‐ Purchasing Consortium
• A Purchasing Consortium consists of two or more independent organizations that join together, either formally or informally, or through an independent third party, for the purpose of combining their individual requirements for purchased materials, services, and capital goods to leverage more value‐added pricing, service, and technology from their external suppliers than could be obtained if each firm purchased goods and services alone.
Hendrick 1998
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Purchasing Consortium
• According to Corporate Purchasing Solutions, Fortune 1000 companies have reported that purchasing through their consortiums saved them approximately 13.4%.
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Survey from SM100
• SM100, consultancy in UK asked buyers in private sector
• “Are you looking to enter any collaborative procurement deals in the next year? “
• 55% Yes 45% No• BMW and Daimler are set to extend their collaborative procurement deal
Source: SM100 2010
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Purchasing for Institutions and Governmental Organizations
Purchasing in not‐for‐profit institutions and governments is similar in many ways to purchasing in industrial Organizations….. Notwithstanding the similarities, purchasing in not‐for‐profit institutions and governments differs from purchasing in industry in several respects……..
They have become …a regulated, yet open, process defined and controlled by innumerable laws, rules and regulations, judicial
and administrative decisions, and policies and procedures.
Purchasing in not-for-profit institutions tends to less regulated than purchasing in governments, but the emphasis on
accountability and stewardship is just as strong
Donald W. Dobler et.al, 1993
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Purchasing for Institutions and Governmental Organizations
The fundamental objective is to identify sources of needed materials and to acquire those items when needed, as economically as possible within accepted standards of
quality. The function must be able to react quickly, effectively, and efficiently to requirements, and policies
and procedures must conform to sound business practice…
Purchasers utilize professional techniques and modern methods, and they employ professional buyers and
managers to assure that the purchasing program fully supports their organizations’ needs.
Harold E. Fearon et.al, 1993
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Difference between Public and Private Institutions
The difference between supply management for public and private institutions is not a matter of concept; rather, it is a matter of how the concept of buying without favoritism is implemented.
A primary objective of most public and private institutions is to create goodwill for the institution.
David N Burt 2004
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Government Purchasing ‐ ACCI
Government Procurement is of vital interest to the business community…Although not as high profile as other issues, its significance is underscored by the fact that the Commonwealth Government spends $8.8 billion a year on goods and services. The imminent release of revised Commonwealth Procurement Guidelines is an opportunity for the Government to maximize the involvement of Australian business while still achieving value for money for the taxpayer. It’s VFM is the core principle governing by four supporting principles of:
• efficiency and effectiveness;• accountability and transparency;• ethics and fair dealing; and• industry development.
Australian Chamber of Commerce and Industry - 2009
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Industrial experience sharing…(The case of Hospital Authority)
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Vision & Objectives of H.A.Vision:
To establish VFM and seamless SCM operation with maximal risk management
Objectives:1. To explore and implement improvements
to procurement services by raising the skills and competency of staff, pursuing service excellence and industry best practices, and achieving best value for money
2. To provide the best value‐added products and services to end‐users and patients through the supply chain in healthcare
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Roles of Purchasing for Institutions and Governmental Organizations, the Purchasing Agency
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Purchasing Cycle of a not‐for‐profit Organization
Three Principal Phases :
•Planning and Scheduling •Supplier Selection•Contract Administration
S.B. Gordon and R.L. Mooney, 1993
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Procurement Strategy of U.K. joint Procurement Policy and Strategy Group
• Improve training skills and development• Benchmark to external standards of price and process
performance• Improve procurement management information systems• Monitor and evaluate the effectiveness of procurement
procedures and performances• Encourage standardized coding systems• Monitor the dissemination of good practice in
procurement and outcomes from other elements of the strategy
• Maximize the benefits to be obtained from the use and development of the purchasing consortia
John Ritchie and Tom Chadwick, 1996
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
A Typical set of tender document used by HKSAR Government
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Example of an Assessment Panel by HKSAR Government
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Supply Management Practice
Public Procurement and EC directives
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Purchasing Policy of Governmental Institutions
Characteristics of purchasing in governmental institutions:• Far from transparent• Many stakeholders involved• Often conflicting interests among stakeholders
Political objectives• Governmental purchasing often serves social and political
objectives• Political objectives often in conflict with rational spending of
budgets
Budget policy• Institutions are constrained by the central government’s budget
policies• Often difficult to build up financial reserves and shift these to next year• Tendency to spend more than budget to get more budget for the next
year
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Public accountability• Governmental institutions are publicly responsible for how they spend
money• This often leads to a lot of bureaucracy making purchasing ordering a
tedious, laborious and slow process.• Most purchasing organizations within the government are procedure
rather than result oriented
Contract management• Most countries still seem to struggle on how to control and monitor
governmental purchasing expenditure effectively
Nationalist approach • National and often regional interests are favored above EC interests
Purchasing Policy of Governmental Institutions
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Directives on Public Procurement• Have been issued by the European Community • Are designed to structure tender procedures for
governmental institutions.
The Treaty of Rome embodies initial procurement rules which prohibit any discrimination on ground of nationality and restriction in the choice of supplies or services.
However these arrangements were not sufficient to establish a single market in the area of public procurement
From 1976 on, a number of directives were issued eventually resulting in the EC directives as we know them today.
EC Directives on Public Procurement
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Most directives cover the following rules:• Rules describing which public institutions need to work
according to the contracts and what type of contracts are considered.
• The types of award procedure or purchasing procedure, that need to be followed in a specific situation
• Rules on how to deal with technical specifications, whereby preference is given to community standards.
• Advertising rules, describing what public institutions must do to communicate their intended purchases.
• Some common rules on how suppliers need to be selected and the criteria that can be used to award the contract in a specific situation.
EC Directives on Public Procurement
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
• It should be clear for whom these directives are relevant
• It should be clear for what type of purchases the directives need to be pursued
What type of contracts are covered ?The directives relate to all commercial, public supply contracts.In terminology of the EC:
‘all contracts for pecuniary interest concluded in writing involving the purchase, lease, rental or hire purchase, with or without option to buy, of product and services’
EC Directives on Public Procurement
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
© Thomson Learning 2005 – Purchasing & Supply Chain Management 4 ed (1‐84480‐024‐5)
EC Directives on Public Procurement
The value of the contract under consideration determines whether it should be tendered following the Directives or not.
Contract which exceed a threshold value of 200.00 Euro should follow the EC procedures.
Public SuppliesPublic WorksPublic Service contractsUtilities Directive
- Supply/services- Works
Without indicative notice200.000 Euro
5.000.000 Euro200.000 Euro
400.00 Euro
With indicative notice750.000. Euro5.000.000 Euro750.000 Euro
5.000.000 Euro
Standard threshold values under the EC Directives
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
© Thomson Learning 2005 – Purchasing & Supply Chain Management 4 ed (1‐84480‐024‐5)
EC purchasing procedures
Depending on the situation, the following proceduresare available for awarding public supply contracts:
• Open procedure: public entity submits a tender through a contract notice in the official journal of the EC and/or Tender electronic daily, on which all interested suppliers may submit their proposals
• The restricted procedure: This procedure consists of two steps. First, suppliers are pre‐qualified by some kind of screening procedure. Next, only suppliers who pass the screening test are invited to the actual tender
• Negotiated procedure: In this procedure, the contracting authority consults the suppliers of its choice (usually a minimum of five potential bidders) and negotiates with them the terms and conditions of the contract
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
© Thomson Learning 2005 – Purchasing & Supply Chain Management 4 ed (1‐84480‐024‐5)
EC purchasing procedures
Government Procurement Agreement• Other guidelines than EC Directives are those of GATT
(General Agreement on Trade and Tariffs)• GATT is replaced in 1996 by GPA (Governmental
Procurement Agreement) which was agreed among the EC member states, USA, Japan, Canada, Switzerland, Israel and South Korea.
The GPA is built upon the general principles of national treatment, non‐discrimination and
transparency and follows the EC directives closely.
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
© Thomson Learning 2005 – Purchasing & Supply Chain Management 4 ed (1‐84480‐024‐5)
Consequences for procurement professionals
Consequences of the EC directives:• They support the idea of preventing customers being locked
into supplier relationships by favoring objective and functional product specifications
• It favors stimulating competition among suppliers by adopting both a uniform supplier prequalification procedure and contract award procedure
• They favor that contracts with suppliers are conducted in writing, providing in this way an objective basis for the evaluation of the supplier’s performance
• They contribute to increased transparency of the supply market
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
© Thomson Learning 2005 – Purchasing & Supply Chain Management 4 ed (1‐84480‐024‐5)
Consequences for procurement professionals
• In general, the directives have met large resistance, both from governmental officials inside and outside purchasing.
• Most complaints relate to the lack of flexibility, the level of detail, the time frames which need to be adhered to and the fact that partnership relationships are not fostered and stimulated.
• Working with the Directives requires a thorough planning and preparation.
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
© Thomson Learning 2005 – Purchasing & Supply Chain Management 4 ed (1‐84480‐024‐5)
Consequences for procurement professionals
• The EC directives on public procurement resemble sound purchasing principles.
• However…– At the same time, the political climate and culture of most
governmental institutions do not foster purchasing professionalism– The reward system within governmental institutions does not
support a purchasing approach based upon ‘getting the best value for money’ or ‘lowest total cost of ownership’.
– A coherent control system to ascertain the the directives are being followed by the member states is not present
These factors may explain why implementation of the directives in most countries is so troublesome and
adoption so slow
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
34
The Public Procurement Challenges –The Public Procurement Process
Jack T. Pitzer & Khi V. Thai - 2009
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
35
Three Phases of the Public Procurement Process –The Key Factors
• Repeatability – Procurement activities are going to be repeated, i.e. Custom software development
• Complexity – Terms of technical specification, i.e. A warship, aircraft etc.
• Value and Risk – Low value but risks in reputation high
• Commonality – Items needed by the agency i.e. Aircraft carriers
Jack T. Pitzer & Khi V. Thai - 2009
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Industrial experience sharing…
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Purchasing Consortium in HK
• A purchasing consortium was formed by a group of HK universities that saw the potential of combining purchasing power of the universities to achieve cost savings through economies of scale and the adoption of best practice in supply chain management
By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Group Buying Websites
• Combining individual purchasing power into a better negotiation position
• Groupon.hk• hk‐groupbuy.com• asiagroupbuy.com• tuncow.com
By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Background to Setup the Purchasing Consortium, IPLG in Hong Kong
• Funding cut and increased awareness of strategic role of procurement
• Move to more commercial business operations
• Value for money purchase• Requested by the UGC for closer collaboration among institutions
By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
1. Membership: 8 UGC funded institutions
CityU HKBU LU CUHK HKIED PolyU HKUST HKU
2. Chairman: HKBU
3. Secretary: HKU
40
Inter‐Institutional Purchasing Liaison Group (IPLG)
By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Set up of Purchasing Consortium, IPLG
• In May 2004, the group was formally established with clear Terms of Reference:
• ~to share best practice• ~to pursue collective tendering/bargaining • ~to take concerted action against delinquent suppliers
• ~to make joint‐efforts that are in the interest of Member Institutions
By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
IPLG Operation
8 Member Institutions with a chairman (HKBU) and a secretary (HKU)
• No start‐up capital• Regular bi‐monthly meeting• Invite group tenders and conduct collective bargaining
By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Group Tenders
• An Institution (Leader) would invite group tender on behalf of other seven institutions
• Three group tenders were prepared and invited in 2005
• Printing papers – HKPolyU as Leader• Distilled Water – HKUST as Leader• Photo copiers – HKBU as Leader
By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Group Tenders (2013)
• Distilled Water – CityU as Leader• Printing papers – HKBU as Leader• Photo copiers – CUHK as Leader• Toilet papers – HKUST• Tattle Tape (Lib) – HKBU• Courier Service for Library – HKIEdu• Industrial Gases ‐ HKUST• Airfares – Group Negotiation with Cathay Pacific• Light Fittings – Group Negotiation• Lift Maintenance ‐ **
By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Collective Bargaining – Appointment of English Language Book Vendor
• Compile a request for proposal consolidating book acquisition requirement from 8 libraries
• Request for proposal was sent to 5 vendors• Through collective bargaining, appoint a book vendor with highest discount rate for a two‐year contract
By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Collective Bargaining – Appointment of English Language Book Vendor
• Benefits of an University • Current average discount rate 12.5%• Through collective bargaining, 18.1%• Potential savings 5.6%, with annual book purchase budget of US$750,000,
• Estimated annual savings US$ 42,000 (eg. HK$327,600)
By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Purchasing Consortium Benefits
• Aggregation of orders, bulk orders imply bulk discount
• Sharing of expertise/information among institutions
• Reduction in number of tenders• Procurement process improvements• Increased competition among suppliers ‐ Joint U approach with suppliers
By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Challenges
• Different purchasing systems among universities
• Redraft tender document• Limited leverage opportunities because of fixed specifications
• Hard to define standard specification• Order quantity commitment – encourage compliance
• Competition among universities By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Key Features of Successful Consortium
• A long‐term strategy is essential• A high degree of trust among members• Support from purchasing department of individual institution
• Choice of common materials, services, projects and initiation of proposals by buyers
• Commitment of key players before and after the formulation of ideas – committed quantity, adoption of group tender etc.
• Cultural fit – share common vision and similar buyer/supplier relationship philosophies
By Timothy Lam of BU
MSc. in IELM – Supply Management (IELM 6046) – 2014‐2015 Copyright @ QuST 2014 Prof. Stephen W. K. Ng – HKU
Readings & References .. Additional sharing …
1. “Supply Management: The Key to Supply Chain Management”, byDavid N. Burt, 2009.
2. “Purchasing & Supply Chain Management”, by Arjan J. Van Weele, 2014.
3. “Outsourcing and Offshoring of Professional Services” by Amar Gupta 2008.
4. “Purchasing and Supply Management, Test and Cases” by Donald W. Dobler and David N. Burt, 1996.
5. “Supply Chain Logistics Management” by Donald J. Bowersox et al., 2010.6. “Operations & Supply Management” by F. Robert Jacobs et al., 2009. 7. “Strategic Sourcing, From Periphery to the Core “ by Mark
Gottfredson, Rudy Puryear, and Stephen Philips, HBR February, 2005.
8. “Supply Management” by David Burt, S. Petcavage, and R. Pinkerton, 2010.
9. “The Future of Purchasing and Supply Management” by Giovanni Atti, 2010.
10. Articles, Paper clipping, Notes, Cases, Reports and References in 2014.
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